IntroductionThere is now a general acceptance of a stakeholder theory of the modern organization (see, e.g.[1, 2,3]). Such a theory implies that managers have a duty to stakeholders. Stakeholders are defined as those groups who have a stake in or claim on the firm. Translated to the human resource development (HRD) context it suggests that each stakeholder group has a right not to be treated as a means to some end and should therefore participate in determining the future direction of human resource development activities within the organization. The evolution of a strategic HRD concept has also highlighted the need for the application of a stakeholder theory to HRD within the organization. Commentators such as Sparrow and Pettigrew[ 4] and Harrison[5 ] emphasize the need to develop people as part of an overall human resource strategy and ensure its alignment with the organization's mission and strategic goals. This requires a different approach to managing the HRD function, and is an issue which has yet to receive consideration in the training and development literature. This article represents an attempt to address some of the key issues involved. This article will focus on defining the nature of stakeholders followed by an analysis of alternative models of stakeholder management within the context of strategic HRD. The article will conclude by commenting on the significance of stakeholders at the operational level of HRD policy implementation. Who is a stakeholder?

Within the context of strategic HRD, a stakeholder is anyone whose actions can affect the management of strategic HRD activities within the organization. Tsui[6] uses the alternative term "constituencies" - which she defines as clients, customers or other stakeholders who depend on, but at the same time exert control over, the HRD policies and activities within the organization. Because of their mutual interactions each stakeholder has a stake in what the HRD activity does and vice versa. Stakeholders may also be HRD activity claimants in that they depend on the function for the realization of some or all of their goals. The activity in turn depends on its key stakeholders for the full realization of its mission. Because of this mutual dependency each stakeholder is in effect an advocate that furthers the goals of the HRD function. Freeman and Reed[3] identify two definitions of the term "stakeholder". The narrow definition includes those groups who are vital to the survival and success of the business/function. A broader definition includes any group or individual who can affect or is affected by the business/function. In this article the narrow definition is used. Power is a key issue in any consideration of stakeholder influences. The relative power of the different stakeholders is fundamental and the HRD function may sometimes trade off one against the other, establishing a hierarchy of relative importance. Using Cyert and March's[ 7] analysis, the argument is sustainable that the goals of an organization or function are a compromise between the different stakeholders. They suggest that this inevitably leads to conflicts of interest. In the short term, because issues are more tangible and because decisions have to be taken as situations change, functional activities adapt over time and it is likely that once a compromise situation is reached, there is a tendency to seek to retain rather than change it. The attitudes of stakeholders both inside and outside the organization will be strongly influenced by its cultural context. Few stakeholders have sufficient power to determine unilaterally the strategies of the HRD function. Influence is likely to accrue only because individuals share expectations with others by being part of a stakeholder group. Many individuals may belong to more than one stakeholder group. The key issue for the HRD function is the need to understand the expectations of different stakeholder groups and assess them in terms of what power...

YOU MAY ALSO FIND THESE DOCUMENTS HELPFUL

...Introduction
HUMANRESOURCESDEVELOPMENT
Organizational Managers give their employee knowledge, skills and mould their attitude to the benefit of an organization and also to progress individual act. HumanResourcesDevelopment (HRD) means to develop their employee and give opportunity to be trained in their work field. Within the structure of organization to development their employee such as training, coaching, mentoring and performance develop. HRD are into two main parts that is TRAINING and DEVELOPMENT and it goes together because we can’t be develop ourselves without training as training is tool to develop.
Managers are taking organization to forward level, are strategic thinking and planning and decision-making & problem solving. Training can cover or increase individual knowledge and techniques of work but to practice a same skill which is trained and to improve its process is development. The disadvantage of training is when training is not relevant to employee or employed at wrong jobs or individual variables. The advantage of employee development are training should be given when require, training for career planning, job rotation or appraisal.
Why are organizations invested in employee and management development?
1. Ensure the firm meets current and future performance objectives
2....

...INRODUCTION
The purpose of this paper is to review academic literature of the different frameworks/models proposed by different researchers and eventually propose a framework of choice which will help leaders to better manage their Human Capital (HC) and understand how to incorporate HR policies into everyday decision making and long term planning. First we start by defining StrategicHumanResource Management (SHRM). We then look into what purpose it serves in an organisation. Then we look into the different models of SHRM how these models compare with each other. Literature review intends to develop a new framework which is a combination of two frameworks, The Harvard Model and the Warwick model of SHRM.
STRATEGICHUMANRESOURCE MANAGEMENT (SHRM)
People are the most important asset and have a considerable influence on the overall performance of the organisation Huselid (1995). Also according to Hall (2004), research has shown a clear link between the performance of employees and the policies of an organisation. Hence, effective human capital management practices are necessary if an organisation wants to gain competitive advantage. In a search for competitive advantage, SHRM has attracted a lot of attention over the years. After the criticism of being too traditional and not adding value to the organisation, came the need of need for HR to justify it...

...Relationship Between
HumanResource Management and HumanResourceDevelopment
Diana Williams
National American University
Understanding the Relationship Between
HumanResource Management and HumanResourceDevelopmentHumanresource management (HRM) is the umbrella under which all other humanresource activities are found. Some of the major activities under the umbrella are: benefits and compensation, health safety and security, humanresource planning, staffing, equal employment opportunity, and humanresourcedevelopment (HRD) (Werner, DeSimone, 2012). Byars and Rue (2011) define HRM as, “Activities designed to provide for and coordinate the humanresources of an organization” (Byars, Rue, 2011, p.3).
The Goals of HRM
The ultimate goal of HRM is to ensure that all humanresource elements are being provided and are functioning effectively. Whether the management function is accomplished in a centralized department or decentralized throughout the organization, it is a responsibility that is shared by humanresource specialists and line managers (Werner, DeSimone, 2012). It is strategic in...

...
HumanResource Management
Case Study 1
Managing HumanResources at Barden Bearings
1) Which of the HR objectives facing Mr. Brush are the most important to the success of the business? Prioritize them and justify your list.
From the perspective of Mr. Brush the most important objectives for the success of the business are:
Recruiting and training new hourly employees
Safety and occupational health improvement
New machines and development of new workforce
Managing health costs of an aging workforce
Recruiting and training new employees is very important HR objective for every company. Globalization and modernization of the market created a necessity for constant improvements. It is very important for companies to realize that recruiting and training new people creates an opportunity for innovations, as new and different minds are coming to a company. Moreover, the Barden Bearings Corporation has a problem with aging workers which is another reason for recruiting new employees. A lot of workers are close to retirement, therefore new employees are necessary to fill the positions.
Another important objective is safety and occupational health improvements. Because workers are handling very complex machines there is a high probability for injuries which directly affects the effectiveness of the workforce. As effectiveness of the workers is directly related with the productivity of the company, it...

...Int. J. of HumanResource Management 16:1 January 2005 22– 45
Strategic global humanresource
management research in the twenty-ﬁrst
century: an endorsement of the
mixed-method research methodology
Timothy Kiessling and Michael Harvey
Abstract Global competition is rapidly becoming the norm in which nearly all business
organizations must compete in one fashion or another. The complexity and value ofstrategic
global humanresource management (SGHRM) will continue to compound in signiﬁcance
as globalization becomes the predominate form of business. Both practitioners and
researchers maintain the grapple with understanding the global phenomena and the resulting
impact on the entire humanresource management system.
Previously, researchers’ maintained research programmes utilizing Western-style
theories and methods, which were predominantly quantitative, to explore phenomena that
may now be inappropriate. These methods and theories frequently do not capture the ‘fabric’
of global phenomena that include complex interactions of culture, institutions, societal
norms and government regulations, among a few concerns.
The mixed methods approach is proposed to add the ‘fabric’ required, illustrating the
depth and ﬂexibility needed to explore the SGHRM issues. Mixed methods are a
combination of qualitative and...

...Presented by
Presented by
About Equit-I, Finance Club
•
Equit-I focuses on creating an enthusiasm about finance in the campus and bracing
up the student community for the industry rigor. The club strives to be an important
partner in a participant's career development by creating learning opportunities and
providing industry interface.
•
We assist participants in exploring financial career opportunities, by organizing
workshops and interactive sessions on various financial topics and career panels
specifically for finance roles.
•
We also help the participants in preparing for their summer placements by publishing
material and taking lectures on fundamentals of finance.
•
Club publishes a weekly newsletter “Week That Was”, which includes business news
on the different sectors of the economy.
Equit-I Core Team 2014-15
Profiles
Name
Designation
Description
Manjot Singh Bedi
Secretary
• Previously worked with Evalueserve and UBS Verity Knowledge Solutions for
3 years as Associate in the Investment Banking space.
• Undergraduate college:- B.Com(Hons.) from SRCC, Delhi University
• Internship:- Indxx Capital
Trina Chowdhury
Senior
Member
• Been one of the state toppers in board examinations and has earlier interned
with electrical utilities companies as well.
• Undergraduate college:- B.E, Electrical Engineering, Jadavpur University
• Internship:- Johnson & Johnson
Gyanesh
Phulambrikar...

...AARON PHILIP
Student Number:
12259723
Module name:
HUMANRESOURCE MANAGEMENT
Module code:
HRM20001S
Lecturer/Tutor:
MR. CHANG CHEN SHENG
Grade:
DECLARATION:
I hereby declare that the attached assignment is my own work. I understand that if I am suspected of plagiarism or another form of cheating, my work will be referred to the Academic Registrar/ or the Board of Examiners, which may result in me being expelled from the program.
Student signature: AARON Date Submitted: 1 JUN 2013­
National University of Ireland, Dublin
Bachelor of Science (MGT)
Intake 43
Modulename:Human Resource Management
Module Code:HRM2001S
Lecturer:Mr. Chang Chen Sheng
Assignment type:Assignment 1
Submitted by:Aaron Philip
Student Number:12259723
Word Count:1043
Submission Date:1 Jun 2013
1. Introduction
For an organization to be successful or competitive, there are few factors which are vital. Strong branding, a good product, competitive pricing and advanced technology are some of the factors which helps in the sustainability of an organisation. However, these factors will amount to nothing without humanresource. Manpower contributes to work productivity and is also responsible for the economical turnover of the organisation....